New Customers

Tailor your offerings to an entirely different set of customers. Looking to go to China? Head to New Markets. Need to evaluate your opportunity landscape? Check out New Directions.

Shameless Plug

Every fall, the Jump Offsite attracts top leaders in innovation, new business, and growth to come out to Napa and connect with their peers. Are you connecting with the very best?

Cases

General Electric wanted to enter the plastic fibers business, a field where its primary competitor was well-entrenched. Jump interviewed manufacturers in the field, discovering an artisanal culture driven by collaboration. With this insight in mind, the company took a collaborative approach with its prospective customers, working to solve their problems together instead of offering technology-driven turnkey solutions. Steelcase had heavily invested in the development of a radically new suite of office furniture products. The company knew they had to change their marketing approach to drive adoption for this innovative offering. Jump identified a core set of people likely to see the value in the line, key drivers in the sales process, and small changes that would make the offering better understood. Sales jumped by 8 percent in a category that had remained flat.

New customers might lie just outside of the space you currently serve. And while they may leverage your existing assets and skills, these customers might have little in common with your current ones. How they view their business may be different. What they consider success may be different. And what they want from you may be different as well. In many ways, it’s like moving to another country. You need to learn the language and customs of that new land. Moreover, you may need to better understand how that land is similar or different from home.

Key Services

Strategic Imperatives.  We find the key factors for success with a particular set of folks by observing them on an open-ended basis and using inductive analysis to unlock their worlds.

Market Sizing.  We help people understand the growth potential of a new market in a way that goes beyond existing activity through financial modeling based in entrepreneurship.

Market Entry Plans.  Develop a plan for market entry that draws on unique, proprietary insights to inform actionable strategies and launch tactics.

Product Adoption Strategies.  Position your offerings in the market to resonate with critical players who can drive their adoption.

White Papers
	Needfinding: The Why and How of Uncovering People’s Needs. While an understanding of needs alone doesn’t generate specific product or service solutions, the science of needfinding can be a dynamic platform for design. The paper defines terms related to the process and outlines steps for identifying development opportunities.			Illustrate the Application. Product developers can use a particular application to dramatize the benefits of their new invention. Rather than speaking about the power of a technology in the abstract, these test applications help developers to make their vision tangible, and get immediate feedback. Such an activity can be considered "demand side" exploration, and it’s as important as any technical research that can happen on the supply side.
	The Perils of Partial Credit Too many companies still rely on the belief that if they just try enough things, and provide enough features, somewhere in what they offer will be the scattered strands of a reasonable value proposition. The alternative can mean avoiding yet another techno failure.